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2013 Budget Page E-1 Appendix E
PPeerrffoorrmmaannccee MMeeaassuurreess
AAddmmiinniissttrraattiivvee SSeerrvviicceess && IInnnnoovvaattiioonn
HOUS
ING
Households Served Objective: To improve the existing affordable housing stock for low income renters and homeowners
Program: Through grant and loan programs, staff facilitates rehabilitation of existing multi-family and single-family housing, emergency repairs, energy efficiency upgrades, removal of architectural barriers for persons with disabilities, and general housing quality standards.
Other: None
Impact: Housing rehabilitation protects the health and safety of residents while improving living conditions, reducing energy costs, and maintaining affordability and accessibility of housing in the community for residents at or below 60% of area median income (AMI).
HOUS
ING
Affordable Housing Objective: To expand the availability of affordable housing for rental and homeownership
Program: Through grants, loans, and direct service in partnership with non-profit and for-profit developers, increase the number of affordable housing units available for both rental and homeownership.
Other: Programs measured include Tenant Based Rental Assistance, homeownership programs, and development of low income rental.
Impact: Increase the availability of affordable housing targeting residents that are at or below 50% for rental housing and at or below 70% for homeownership.
75
134
7050 50
32
8
75
30 30
107
142 145
80 80
0
25
50
75
100
125
150
0
25
50
75
100
125
150
2010 2011 2012Est.
2013Est.
Target
# of Single Family Units Served# of Multi-Family Units ServedNumber of Units
14 816 20 20
94 35 55 55 55
58%
80%
60% 65%50%
0%
20%
40%
60%
80%
100%
0
20
40
60
80
100
2010 2011 2012Est.
2013Est.
Target
# of Units Purchased through Housing Programs# of Households Served through Rental Assistance% of Units Developed for Persons <50% AMI
Appendix E Page E-2 2013 Budget
HOUS
ING
Human Services Objective: To improve access to vital social
services for low to moderate income persons in the community
Program: The program increases the availability and affordability of service delivery to vulnerable persons in the community.
Other: None
Impact: Services benefit low to moderate income persons that enable them to live independently, have access to food, affordable child care, youth education and recreation, senior services, child and family violence prevention services, and homeless prevention services.
OFF
ICE
SERV
ICES
Reprographics Objective: To provide quality printing services to all City organizations at affordable prices
Service: Provides quality printing/offset services. Newsletters, brochures, business cards, and other printed material are also available. Other: Since implementation of the City Smart Print initiative in early 2011 that eliminated desktop printers, the number of print requests has increased. With new updated copier and printer equipment, Office Services can perform all color copy/printing in-house, reducing print costs and turnaround times. Impact: By continually providing reliable, cost-effective and quality print jobs, the number of impressions is expected to increase. Estimated turnaround time for printing projects is within same work day or 24 hours.
PARK
ING
SYS
TEM
EN
TERP
RISE
On-Street Public Parking Objective: To provide on-street public parking in the downtown area and other major activity centers in a cost-efficient manner
Service: Providing on-street public parking ensures adequate turnover of limited spaces to provide parking for the greatest number of patrons of the many retail, restaurants and businesses within these areas. Other: None Benefit: Providing on-street public parking for patrons is a key element in fostering a more vibrant pedestrian commercial environment. On-street public parking generates revenue used to maintain and/or enhance parking infrastructure, fund the Downtown Streetscape Improvements, and allow an opportunity for system bond financing.
52,5
07
32,9
73
33,0
00
35,0
00
35,0
00
$10.98
$15.34
$10.53
$14.78 $14.78
$0.00$2.00$4.00$6.00$8.00$10.00$12.00$14.00$16.00
0
10,000
20,000
30,000
40,000
50,000
60,000
2010 2011 2012Est.
2013Est.
Target
# of Individuals Served Cost per Person
6,38
5,51
1
6,40
0,00
0
6,40
0,00
0
3,392 3,775 3,800 3,800
0
750
1,500
2,250
3,000
3,750
4,500
0
1,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,000
2010 2011 2012Est.
2013Est.
Reprographics Printing Impressions# of Printing Requests
$1,3
43,2
40
$1,3
41,4
17
$1,4
01,3
50
$1,5
17,0
61
2,390 2,390 2,390 2,390
0
500
1,000
1,500
2,000
2,500
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
$1,750,000
2010 2011 2012Est.
2013Est.
Net Revenue Total On-Street Spaces
2013 Budget Page E-3 Appendix E
PARK
ING
SYS
TEM
EN
TERP
RISE
Off-Street Public Parking Objective: To provide off-street public parking in
the downtown area and major activity centers in a cost-efficient manner
Service: Providing off-street public parking for the many employees and long-term patrons to the downtown and major activity centers, supports the City's Parking Exempt Zones, and provides an economic incentive for private development in these areas. Other: None Benefit: Providing off-street public parking is an economic development tool that supports the City's Parking Exempt Zones and provides incentives for private development in these areas. Off-street parking generates excess revenue that is used to maintain and/or enhance off-street parking facilities, increase system capacity, and allow an opportunity for system bond financing.
PRO
CUR
EMEN
T SER
VIC
ES
Local Spend Objective: To support the local economy by continuing to encourage and award contracts to businesses in the Pikes Peak Region
Process: City Council adopted the “Think Local” resolution in 2010. The efforts in reaching out to local businesses in the selection criteria, where applicable, have had positive results.
Other: None
Benefit: Contracts awarded to local businesses help boost the local economy.
PRO
CUR
EMEN
T SER
VIC
ES
Contract Appeals Objective: To be accurate and fair with all solicitations and awards made
Process: By providing a transparent and effective negotiation and selection process, Procurement is satisfying not only the citizens but also the business community.
Other: Appeals are a reflection of the desire for businesses to obtain jobs. They may question the selection without an appeal after a debriefing by the office exploring the process.
Impact: Appeals can delay projects, therefore minimizing appeals through a fair selection process saves time and money for the City and those awarded the contract.
$1,0
22,0
92
$1,2
08,1
32
$1,1
93,9
89
$1,1
93,2
40
2,703 2,703 2,703 2,703
0
500
1,000
1,500
2,000
2,500
3,000
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
2010 2011 2012Est.
2013Est.
Net RevenueTotal Off-Street Public Parking Spaces
46% 55
%
35%
55%
16%
28%
45%
30%38
%
17% 20
%
15%
0%
10%
20%
30%
40%
50%
60%
2010 2011 2012Est.
2013Est.
% of Local Spend % of In-state Spend% of Out-of-state Spend
377 350 400 300
0.53%
0.86%1.00%
0.67%
0.00%
0.25%
0.50%
0.75%
1.00%
1.25%
1.50%
050
100150200250300350400450
2010 2011 2012Est.
2013Est.
Contracts Awarded % of Contracts Appealed
Appendix E Page E-4 2013 Budget
AAiirrppoorrtt
AIR
PORT
Airport Revenue Sources Objective: To keep the costs borne by commercial airlines at an acceptable level in relation to total revenue earned by the Airport
Process: The Airport is self-supporting and receives revenue from the commercial air carrier sector, various services associated with the terminal, general aviation sector, and the Airport’s business park.
Other: None
Impact: Airport Management has successfully kept Commercial Air Carrier revenue below 40% of total revenue. This ratio ensures stable airline rates and charges.
AIR
PORT
Cost per Enplaned Passenger Objective: To maintain the Airport efficiently by keeping the Airline Cost per Enplaned Passenger (CPE) at an affordable level
Process: Through the use of tight budget controls and effective financial management, the Airport has been able to keep its CPE comparable to similar-sized airports and well below that of its nearest competing airport.
Other: Since most of the Airport's costs are fixed, the CPE will subsequently increase as enplane-ments decrease. Impact: By providing travelers with an excellent experience, from cleanliness to customer service, we will be the airport of choice for the citizens of Colorado Springs and surrounding areas, and a destination airport for travelers around the world.
AIR
PORT
Non-Airline Revenue per Enplaned Passenger Objective: To optimize its non-airline revenue per enplaned passenger
Process: Through a number of management decisions, the Airport has been successful in improving its non-airline revenue per enplaned passenger over the last few years by improving and modernizing its terminal concessions, as well as diversifying its revenue streams.
Other: None
Impact: Continuing development and growth of non-airline revenue reduces pressure on airline rates and makes the Airport an attractive location for commercial air service.
34% 39%
39%
40%
56%
51%
51%
49%
9% 10%
9% 10%
0.92
%
0.89
%
0.90
%
0.88
%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
Commercial Air Carrier Terminal ServicesGeneral Aviation/Other Business Park Revenue
$6.74 $8.85 $8.99 $8.78
$11.77 $11.98 $13.50 $14.22
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
2010 2011 2012Est.
2013Est.
COS Cost per EP DEN Cost per EP
$15.51 $15.37 $15.41 $15.29
$0.00
$4.00
$8.00
$12.00
$16.00
$20.00
2010 2011 2012Est.
2013Est.
Non-Airline Revenue per EP
2013 Budget Page E-5 Appendix E
CCiittyy CClleerrkk
CITY
CLE
RK
Records Management Objective: Enhance the records management program to ensure preservation of official City documents and provide citizen access to City records
Process: The City Clerk's Office scans and uploads records from the City’s incorporation in 1872 to present.
Other: None Impact: To date, an estimated 36,000 documents have been scanned and are available for public review. This greatly improves access to official City documents for both citizens and the City organization.
FFiinnaannccee
AC
CO
UNTIN
G
Cash Management Objective: To achieve investments results that generate additional revenue for the City
Service: Selection of the money management firm and proper portfolio monitoring to ensure that investments and cash management are meeting the City’s operating needs and maximizing interest earnings.
Other: Investments are contracted out to professional money managers.
Benefit: The City earns additional revenue from the Rate of Return gained from proper investment management.
AC
CO
UNTS
PA
YABL
E
Visa Card Program Objective: To increase the Visa card program rebate annually
Process: Accounts Payable continually looks for ways to increase the Visa card program by utilizing the Visa card for payments processed in Accounts Payable.
Other: None
Impact: The more Visa cards are utilized as a payment mechanism, the larger the rebate the City receives thereby increasing revenue.
27,55832,444
35,83039,830
05,000
10,00015,00020,00025,00030,00035,00040,00045,000
2010 2011 2012Est.
2013Est.
# of Records Uploaded
2.35
%
1.24
%
0.64
%
0.74
%
2.34
%
1.55
%
0.47
%
0.74
%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
2010 2011 2012Est.
2013Est.
City of Colorado Springs Bank of American Merrilll Lynch
26,8
91
29,5
41
30,0
00
28,8
61
$132
$166 $140
$178
$0$25$50$75$100$125$150$175$200
05,000
10,00015,00020,00025,00030,00035,000
2010 2011 2012Est.
2013Est.
Thou
sand
s
Visa Transactions Rebate
Appendix E Page E-6 2013 Budget
AC
CO
UNTS
PA
YABL
E Payment Processing Objective: To provide payment processing
services for City departments and management to ensure timely vendor payments for goods and services
Process: Accounts Payable reviews and audits pay requests from City departments for accuracy and schedules payments for check generation. Accounts Payable handles several different types of payments and processes them in a timely manner. Other: Processing payments in a timely manner reduces vendor complaints.
Impact: Processing time of payments averages approximately three working days on a consistent basis.
BUDG
ET
GFOA Award Objective: To present budgets, policies, plans, and programs in a coherent, understandable format
Process: The annual budget process is a year-long process designed to create a document that communicates the City’s fiscal plan and multi-year financial outlook. Other: Best practices include a budget document that complies with Government Finance Officers Association (GFOA) standards. Benefit: A continuously improving document that meets all the requirements of GFOA while presenting information that is clear, relevant, and informative.
PAYR
OLL
& P
ENSI
ON
S
Payroll Accuracy Objective: To provide accurate payments to City employees
Service: Payroll will maintain a greater than 99% accuracy rate on City employees’ paychecks.
Other: None
Benefit: Accurate payments to employees will help to maintain employee morale and reduce the City’s exposure to penalties or FLSA issues.
69,4
66
45,1
28
50,0
00
40,8
72
3.312.78 3.00
2.00
0.000.501.001.502.002.503.003.50
0
15,000
30,000
45,000
60,000
75,000
2010 2011 2012Est.
2013Est.
# of Payments Processed Processing Days
96% 89% 93% 95%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
% Proficient or Outstanding Target = 95%
108,
288
108,
689
100,
789
101,
000
99.80% 99.79% 99.83% 99.00%
0%
25%
50%
75%
100%
0
20,000
40,000
60,000
80,000
100,000
120,000
2010 2011 2012Est.
2013Est.
# of Checks Annually % Accurate
2013 Budget Page E-7 Appendix E
PAYR
OLL
& P
ENSI
ON
S Customer Service Objective: To provide excellent customer service
to all City employees
Service: Customer service will be measured through an annual survey.
Other: This is a new measurement and therefore data is not available prior to 2011.
Benefit: Employees know that if they have a question or concern regarding Payroll & Pensions, they will receive accurate, timely, and friendly customer service.
SALE
S TA
X
Sales & Use Tax Code Compliance Objective: To promote compliance with the sales and use tax code
Service: The Audit staff conducts routine sales and use tax audits. The Investigator staff pursues collection efforts of delinquent sales and use tax as well as licensing of businesses.
Other: None
Impact: Audit and collection efforts consistently add approximately $5 million per year to the City’s sales and use tax revenue.
FFiirree
FIRE
8 Minute Response Standard Objective: To maintain the response standards adopted by City Council to the extent possible with budgeted resources
Service: CSFD strives to meet the response standard of 8 minutes from the time Colorado Springs Public Safety Communications Center receives a call to the arrival of the first unit at the scene 90% of the time. CSFD evaluates and adjusts the deployment of resources to meet the response goal. Other: Response time is measured from the time the call is received by 9-1-1 until the first CSFD unit arrives on scene. Impact: Achievement varies from 95.7% in the downtown portion of the city to 80.2% in the area east of Powers Boulevard. The target is 90%.
96.5% 97.3% 90.0%
0%
20%
40%
60%
80%
100%
2011 2012Est.
2013Est.
Customer Satisfaction Target = 90%
$2,7
62,6
69
$2,7
91,5
15
$1,8
00,0
00
$2,7
00,0
00
$2,4
25,3
78
$2,4
46,3
17
$2,5
00,0
00
$2,5
00,0
00
$0$500,000
$1,000,000$1,500,000$2,000,000$2,500,000$3,000,000
2010 2011 2012Est.
2013Est.
Audit Dollars Investigator Dollars
0% 20% 40% 60% 80% 100%
1 (Downtown)2 (West)
3 (NW)4 (NC)5 (SE)
6 (SW)7 (North)
8 (EC)9 (East)All PEZs
2013 Est. PEZ Response Time2010 Planning Evaluation Zone (PEZ) Response Time
Appendix E Page E-8 2013 Budget
FIRE
12 Minute Response Standard Objective: To maintain the response standards
adopted by City Council to the extent possible with budgeted resources
Service: CSFD strives to meet the response standard of 12 minutes from the time Colorado Springs Public Safety Communications Center receives a call to the arrival of the minimum effective force at the scene 90% of the time. CSFD evaluates and adjusts the deployment of resources to meet the response goal. Other: Response time is measured from the time the call is received by 9-1-1 until two engines and a ladder truck arrive on scene. Impact: Achievement varies from 97.3% in the downtown portion of the city to 82.2% in the northwest area of the city. The target is 90%.
FIRE
Operational Readiness Objective: To ensure City government's preparedness in the event of an emergency or other incident affecting residents' health and safety
Process: Maintain operational readiness of the Emergency Operation Center (EOC) and the Alternate EOC through training and exercises; development, maintenance, and execution of the City’s Emergency Operations Plan.
Other: None
Impact: Provide continuity of City operations during an emergency or other incidents, supporting the safety of the City employees and residents, and providing for disaster recovery planning of Colorado Springs.
FIRE
Plan Reviews Objective: To provide thorough and efficient plan review services
Process: Establish policies, procedures, training programs, and explanatory materials to assist contractors with expedited review and approval of construction documents. This includes thorough first reviews, contractor training courses, information packets, willingness to red-line plans, and meeting with design teams prior to and during the plan review process. Other: Success is dependent upon the number of plan submittals, as well as the participation of contractors and design professionals to attend training, pre-design meetings, and plan review update meetings. Impact: Implementation of the new processes has reduced the number of plans that have two or more reviews.
0% 20% 40% 60% 80% 100%
1 (Downtown)2 (West)
3 (NW)4 (NC)5 (SE)
6 (SW)7 (North)
8 (EC9 (East)All PEZs
2013 Est. PEZ Response Time2010 Planning Evaluation Zone (PEZ) Response Time
24
8
12 12
7
1214
16 16
0
5
10
15
20
2010 2011 2012Est.
2013Est.
Target
EOC/Alternate EOC Activations - Drill and Emergency
Exercises participated in internally and with outside agencies
60% 61% 66%
83%
10% 9% 6% 4%
0%
20%
40%
60%
80%
100%
0
250
500
750
1,000
1,250
1,500
2010 2011 2012Est.
2013Est.
Total Plans Reviewed% Plans Approved After First Review | Target >80%% Plans Requiring More Than Two Reviews | Target <5%
2013 Budget Page E-9 Appendix E
FIRE
Wildfire Mitigation Objective: To reduce the level of risk for wildland
fires in the wildland/urban interface (WUI) areas of Colorado Springs
Process: In an effort to protect the community and reduce risk in the wildland/urban interface (WUI) areas, the Wildfire Mitigation Section works with homeowners in the WUI to prune or selectively remove trees and shrubs to reduce fire risk, while maintaining or improving wildlife habitat. Other: This process relies on grant funding awards. Larger projects tend to drive down the per acre mitigation cost. Impact: As funding and grant awards allow, dense vegetation growth in treated areas is reduced by up to 5 tons of slash mulch per acre.
HHuummaann RReessoouurrcceess
RISK
MA
NA
GEM
ENT
NCCI Rating Objective: To manage the workers' compensa-tion claims efficiently and effectively to minimize claim expenses
Service: The NCCI Experience Modification Rating is calculated by NCCI using historical claim data. This rating is reflective of the frequency and severity of workers' compensation claims made against the City.
Other: Safety can positively influence the numbers of injuries that occur and claims that are filed. Impact: A lower NCCI Experience Rating implies an effective safety program and claims management system.
RISK
MA
NA
GEM
ENT
Claims Management Objective: To investigate the legal liability associated with claims filed against the City and Colorado Springs Utilities in a timely manner
Service: Risk Management provides claims adjustment services that exceed industry standards for quality and efficiency. While the claims unit does not control the number of claims filed, it can reduce claim cost and litigation by responding and resolving claims quickly. Other: One indicator of effective claim response is the number of days a claim is open. We strive to close at least 50% of claims with in 10 days of reporting. The City consistently averages approximately 70%. Impact: The quick resolution of general liability claims reduces claim and litigation costs.
912
1,00
0
1,10
0
1,20
0
1,20
0
217
240
275
350
300
$0
$500
$1,000
$1,500
$2,000
$2,500
0
200
400
600
800
1,000
1,200
1,400
2010 2011 2012Est.
2013Est.
Target
Acres Accomplished Tons of Slash MulchCost per Acre
1.09 1.17 1.06 1.06
0.000.200.400.600.801.001.20
2010 2011 2012Est.
2013Est.
NCCI Rating Target = 1
962793 800 800
70.8% 67.7% 70.0% 75.0%
0%
20%
40%
60%
80%
100%
0
200
400
600
800
1,000
1,200
2010 2011 2012Est.
2013Est.
# of Claims Closed% of Claims Closed within 10 Days
Appendix E Page E-10 2013 Budget
IInnffoorrmmaattiioonn TTeecchhnnoollooggyy
INFO
RMA
TION
TEC
HNO
LOG
Y Service Desk Performance Objective: To meet or exceed performance levels of IT Support Services to internal and external customers based on established Service Level Agreements (SLA)
Service: Deliver efficient IT services to all customers based on established Service Level Agreements. Other: None Impact: Establish a baseline metric that aligns with established IT Service Desk SLAs. Ability to proactively manage, recognize, and address deficiencies in IT Service Desk "services" to achieve delivering service within SLA 95% of the time. We will be utilizing Footprints work management tool to capture all metrics.
PPaarrkkss,, RReeccrreeaattiioonn && CCuullttuurraall SSeerrvviicceess
CEM
ETER
IES
ENTE
RPRI
SE
Market Share Objective: To increase the number of burial services annually and cemetery market share within El Paso County
Service: Provide the perpetual care and maintenance necessary for the cemeteries to be attractive and inviting to new potential customers.
Other: None
Impact: Increasing the number of burial services annually will result in increased revenues. Burial services increased slightly from 2010 to 2011 and are anticipated continue.
CUL
TURA
L SS
ERVI
CES
Pioneer Museum Visitation Objective: To attract visitors to the Museum and educate the public about the history and culture of the Pikes Peak region by providing a high-quality visitor experience for both residents and tourists
Service: Museum staff develops and implements exhibitions, tours, lectures, programs, and special events that foster respect and appreciation for the unique heritage of the Pikes Peak region.
Other: A much higher level of non-city funding has been necessary to maintain museum programming/preservation activities.
Impact: The Pioneers Museum is the only institution of its kind to comprehensively collect and preserve the history/culture of the Pikes Peak region. It served over 50,000 visitors in 2012, and that number is expected to continue increasing.
92% 90% 95% 95%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
% of IT Services Delivered Within SLA Definition
589 598 615 625 630
17.85% 17.04%20.00% 21.00% 23.00%
0%
5%
10%
15%
20%
25%
0
150
300
450
600
2010 2011 2012Est.
2013Est.
Target
# of Burial Services % of Market Share
47,0
17
49,8
32
52,5
00
56,0
00
60,0
00
$453
$744 $742 $770 $800
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2010 2011 2012Est.
2013Est.
Target
Thousands
Visitation General Fund Non-City Funds
2013 Budget Page E-11 Appendix E
C
ULTU
RAL
SSER
VIC
ES
Museum Staff by Key Functions Objective: To acquire and preserve collection items in order to educate and engage the public about the heritage of the community
Process: Since public engagement activities are crucial to remaining relevant/sustainable, more resources went to these activities. Fundraising activities have increased in response to the shrinking City budget.
Other: Currently, more museum functions are performed by temporary employees/volunteers that have less training and experience. The target figures are based on industry averages for institutions of a similar size and scope.
Impact: Staff hours were reprioritized to maintain significant public participation in its programs.
CUL
TURA
L SS
ERVI
CES
Museum Visitor Services Participation Objective: To educate the public about the natural/cultural history of the Pikes Peak region through living history and visitor center programs
Program: Provide educational and park safety programs through a coordinator, temporary staff, and volunteers.
Other: Starsmore Discover Center and Helen Hunt Falls are denoted as “SDC/HHF” in the chart. These programs are only possible due to financial support from Friends groups, corporations, neighborhood associations and individuals. Impact: These facilities are among the most visible and visited tourist amenities in the region. They provide educational and recreation opportunities and feature the best that our community has to offer.
FORE
STRY
Emergency Response Objective: To reduce the City's exposure to liability due to hazardous trees and tree related emergencies
Process: City Forester and staff identify/address hazardous trees, and inspect/verify calls for service. Forestry crews clear traffic signs and obstructed intersections to improve visibility. Staff removes failed trees/hanging branches, addresses trees hit by cars, and responds to storm events as needed.
Other: City Forestry responds to over 2,000 calls for service annually. Lack of scheduled maintenance pruning increases the need for and instances of having to respond to tree-related emergencies.
Impact: Increase safety and decrease the need for responding to tree-related emergencies along City street rights-of-way and in City parks.
15% 7% 9% 9%22%
72% 76% 71% 71%52%
8% 13% 17% 16%20%
5% 4% 4% 4% 6%
5.56.5 6.5 6.5
14.0
0246810121416
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
Target
FTEs
Collections Public EngagementFund Raising AdministrationApproved FTEs
73,4
93
89,7
55
74,0
00
75,0
00
80,0
00
84,7
07
83,6
92
30,0
00
85,0
00
100,
000
32,0
99
36,1
97
32,0
00
33,0
00
35,0
00
$0
$100
$200
$300
$400
0
20,000
40,000
60,000
80,000
100,000
120,000
2010 2011 2012Est.
2013Est.
Target
Thou
sand
s
Rock Ledge Ranch SDC/HHFGarden of the Gods GF/Visitor Svcs Budget
439
446
350
350
350
490
375 400
400
200
459
396
400
400
300
0
100
200
300
400
500
600
2010 2011 2012Est.
2013Est.
Target
Traffic Signs Cleared Hazard Tree PrunesStorm Response Hours
Appendix E Page E-12 2013 Budget
FO
REST
RY
Tree Maintenance Objective: To prune all 129,000 street and park trees, as inventoried, on a 10-year prune cycle
Process: Areas are inventoried and trees are assessed for pruning and maintenance needs. Lists are updated and prepared for contractor or City crew and work is scheduled.
Other: The City currently has no funding allocated for scheduled maintenance of the urban forest. Impact: Scheduled maintenance minimizes the need for responding to calls for service and tree-related emergencies. It also enhances the health and vigor of the urban forest by proactively responding to maintenance needs.
GO
LF E
NTE
RPRI
SE
9-Hole Rounds Played Objective: To attract golfers to play a 9-hole round of golf at Patty Jewett and Valley Hi Golf Courses
Service: The number of rounds played is the most critical measurement of the Enterprise's ability to generate revenue and sustain its self-supporting status.
Other: None
Impact: The number of rounds played have declined for the last several years with the economy, fuel prices and general cost of living pressures weighing heavily on discretionary spending including golf.
PARK
OPE
RATIO
NS
AN
D DE
VELO
PMEN
T
Online Reservation/Registration System Usage Objective: To increase use of the online reservation/registration system to a minimum of 50% of all reservations and registrations made on an annual basis
Service: An online reservation system was installed in 2010 to serve the community as effectively and efficiently as possible. As awareness of the system increases, it is anticipated that usage will increase as well. Other: With budget reductions and the elimination of administrative staff, alternative methods of continuing services have been explored. Benefit: The online reservation/registration system allows customers to make pavilion reservations and program registrations at their convenience, while eliminating the need for staff involvement.
720 537 673 650
13,000 13,000 13,000 13,000
02,0004,0006,0008,000
10,00012,00014,000
2010 2011 2012Est.
2013Est.
Trees Pruned Target per National Standard
115,
961
111,
236
113,
240
118,
236
125,
000
62,8
50
61,7
75
67,4
05
65,5
49
69,0
00
020,00040,00060,00080,000
100,000120,000140,000
2010 2011 2012Est.
2013Est.
Target
Patty Jewett Valley Hi
15%
30%
40%
0%
10%
20%
30%
40%
50%
60%
2011 2012Est.
2013Est.
% of Reservations Made OnlineTarget = 50%
2013 Budget Page E-13 Appendix E
PIKE
S PE
AK
- AM
ERIC
A’S
M
OUN
TAIN
Visitor Attendance Objective: To become the most recognized and
visited mountain in the world while maintaining an average operational cost per visitor that is fair and equitable
Service: A fully paved road, new tollgate for improved access to Pikes Peak, and ongoing development/availability of interpretive programs will enhance our visitors' experience.
Other: Average operational cost per visitor includes both child and adult rates.
Benefit: By offering the best visitor experience possible, Pikes Peak has the opportunity to become the most visited and recognized mountain in the world. It currently ranks second to Mount Fuji in Japan.
PIKE
S PE
AK
- AM
ERIC
A’S
M
OUN
TAIN
Visitor Satisfaction Objective: To achieve an above average to excellent customer service and experience satisfaction rating
Service: Services include interpretive programs, courtesy safety patrols, greeting guests, answering questions, and providing customer support.
Other: Ratings are based on an annual survey ranking customer satisfaction/experience from 1-5, with 5 being exceptional. Benefit: Positive customer interaction and satisfaction will result in return visits and positive word-of-mouth referrals to visit the Pikes Peak Highway.
REC
REA
TION
AN
D A
DMIN
ISTR
ATIO
N Recreational Services Customer Satisfaction Objective: To achieve a 95% customer
satisfaction rating of good to excellent for services delivered by staff for recreational and community programs as well as facilities supported
Program: Programs provided in this Division include adult/youth sports, day camps, after-school, senior and adult, music, entertainment, and therapeutic recreation, and Paralympic sports activities.
Other: Staff also supports renting facilities for a wide variety of events and programs.
Benefit: Positive customer satisfaction will result in maintaining and/or increasing participation in the programs offered as well as usage of facilities.
274,
771
265,
124
255,
000
255,
000
300,
000
$20.37 $18.62 $19.09 $19.00
$15.00
$0
$5
$10
$15
$20
$25
0
50,000
100,000
150,000
200,000
250,000
300,000
2010 2011 2012Est.
2013Est.
Target
# of Visitors Operational Cost per Vistor
4.6 4.5 4.5
0
1
2
3
4
5
2011 2012Est.
2013Est.
Visitor Satisfaction Rating Target = 5
90% 95% 97% 97%
0%
20%
40%
60%
80%
100%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
Avg. Survey Results Target = 100%
Appendix E Page E-14 2013 Budget
REC
REA
TION
AN
D A
DMIN
ISTR
ATIO
N Irrigation Management Objective: To assure efficient and effective
irrigation system operation and use of the Department's purchased water
Process: Perform irrigation audits to assure that systems are operating efficiently. Routinely check system operation during the growing season and take advantage of available technologies to increase system efficiency. Provide staff with training to heighten their skill set and effectiveness. Other: Budgets limit staffs' ability to address all system upgrades/renovations that will be needed. A multi-year program is needed to bring all of the irrigation systems to an efficient state of operations. Impact: City budget dollars are spent more efficiently, which allows a significant capital investment in the parks to be protected.
REC
REA
TION
AN
D A
DMIN
ISTR
ATIO
N
Turf Management Objective: To re-establish turf in the neighbor-hood parks and generally improve the condition of the turf in all parks
Process: Implement the appropriate cultural practices (watering, fertilizing, spraying, overseeding, aerating) to re-establish the turf and to facilitate healthy and aggressive turf growth. Other: Weather conditions play a significant role in the successful establishment of turf and its survivability. Impact: Turf conditions are improved making it more likely to withstand inhospitable weather and the impacts of athletic uses. Better turf also creates a safer playing surface thus reducing potential City liability.
PPllaannnniinngg && DDeevveellooppmmeenntt
DEVE
LOPM
ENT R
EVIE
W E
NTE
RPRI
SE
Plan Review Turnaround Times Objective: To maintain a program that is responsive to customer needs for fast plan reviews
Service: Staff offers fast turnaround times for plan reviews, providing approvals or comments in a timely manner.
Other: The DRE Customer Advisory Committee views plan turnaround time as one of their top priority needs. Impact: Over the years, plan review turnaround times have improved by 55% for the Planning group and 69% for Fire. In more recent years, these gains stabilized near the current levels. Staff continually exceeds the goal of a four-day turnaround time.
196215 221 221 221
35
95
155
200 200
11
30
56
80
150
0
25
50
75
100
125
150
0
50
100
150
200
250
2010 2011 2012Est.
2013Est.
Target
Backflows Tested & System Audits PerformedSystems with Rain SensorsParks w/Matched Precipitation Rates
548.6 548.6 548.6 548.6
0 0
350 350
0
100
200
300
400
500
600
2010 2011 2012Est.
2013Est.
# of Neighborhood Park Turf Acres# of Acres Overseeded
1.1 1.3 1.3 1.31.6 1.7 1.8 1.7
0
1
2
3
4
5
0.00
1.00
2.00
3.00
4.00
5.00
2010 2011 2012Est.
2013Est.
Avg. # of Review Days Per Plan - PlanningAvg. # of Review Days Per Plan - FireTarget ≤ 4 days
2013 Budget Page E-15 Appendix E
LAN
D US
E RE
VIEW
Timeliness of Project Reviews Objective: To ensure timely project review to
maintain project schedules, meet industry targets, and to ensure compliance
Process: Development applications undergo review, analysis and response within a four-week time frame for non-contentious projects. Staff coordinates with review agencies and affected stakeholders to ensure a complete and timely review. Other: Staff's goal is to complete the project review letters within four weeks of submittal. The established target is the minimum benchmark. Impact: Timely project review is critical to developers maintaining their project schedules. The time between application submittal and issuance of the initial project review letter is considered a good measure of priorities, resources and established benchmarks.
LAN
D US
E RE
VIEW
Implement City Infill Objectives Objective: To provide useful guidance and effective implementation strategies to City leadership and the community resulting in continued progress with infill especially in Economic Priority Zone (EPZ) areas
Program: Provide valuable information and analysis for allocation of limited City and regional resources; implement infill strategies such as elimination of unnecessary barriers.
Other: Details of 2013 work program is contingent upon subsequent direction and available resources. Infill is affected by external factors such as the economy. Impact: Existing City and CSU infrastructure more efficiently utilized; neighborhoods and existing business areas stabilized; long term City fiscal costs reduced; and core area municipal revenues increased or stabilized.
LAN
D US
E RE
VIEW
Customer Satisfaction Objective: To maintain a high level of customer satisfaction
Service: Staff provides review, analysis, and response to development applications within a specified time frame.
Other: A survey is used to measure staff performance with a ranking of 1-5, with 5 as the highest level of performance.
Benefit: The survey measures staff performance considering timeliness, knowledge, assistance, and professionalism. This allows management to address deficiencies, allocate resources, and provide training as necessary.
88% 92%72% 80%
0%
20%
40%
60%
80%
100%
2010* 2011* 2012* Est.
2013Est.
% of Initial LUR Letters Issued within 4 WeeksTarget = 80%
18 17
90 100 100
35 32 14
50 50
0
20
40
60
80
100
120
2010 2011 2012Est.
2013Est.
Target
Acres Absorbed in City Infill Area
Infill Area Building Permits in DesignatedRedevelopment Corridors
4.79 4.71 4.83 4.50
0.00
1.00
2.00
3.00
4.00
5.00
2010 2011 2012 Est.
2013 Est.
Customer Satisfaction Survey ResultsTarget = 4.50
*Measure was 6 weeks prior to 2013
Appendix E Page E-16 2013 Budget
REA
L ES
TATE
SER
VIC
ES
Property Inventory Objective: To provide ongoing management of the City's real property assets
Process: This four-phase project includes identifying any surplus properties for sale or lease, valuing these assets, and creating a property management plan. Other: Phases: (1) develop an inventory of all City-owned property; (2) determine if properties may be considered surplus and/or available for disposal/lease; (3) value the properties; and (4) maintain, lease, dispose of, and/or upgrade real property assets pursuant to the direction of departments, Mayor, or City Council. Benefit: An overall Property Inventory will provide information regarding the City's real property assets for various purposes such as identifying surplus properties and reduced response times.
REA
L ES
TATE
SER
VIC
ES
Customer Service Objective: To provide excellent customer service to City departments and enterprises
Process: RES staff strives to complete projects in a timely and responsive manner while complying with The City of Colorado Springs Procedure Manual for the Acquisition and Disposition of Real Property Interest. Other: Customers responded to the online survey, scoring the services provided by RES on a 1 to 5 scale, 5 being strongly satisfied.
Benefit: RES is able to use the rankings and comments to make improvements to service levels when necessary.
PPoolliiccee
POLI
CE
Crime and Clearance Rates Objective: To respond to citizen calls for service and solve crimes reported to CSPD
Service: CSPD receives and responds to citizen calls for police service, investigates and solves reported crimes, makes arrests, provides supportive services to crime victims, and analyzes crime and call for service data to enhance police response. Other: Part I property crimes include burglary, larceny, and motor vehicle theft; Part I violent crimes include homicide, sexual assault, robbery, and aggravated assault. Impact: The decrease in violent crime clearance rate in 2011 was due to a decrease in clearance of adult sexual assault cases. Improving this outcome is a focus of the Investigations Division in 2013. CSPD also anticipates improving property crime clearance rates with the addition of Community Service Officers.
65%
85%100%
10%20%
30%
0%
20%
40%
60%
80%
100%
2011 2012Est.
2013Est.
Phase 1 - % Complete Phase II - % CompletePhase III - % Complete Phase IV - % Complete
4.73 4.74 4.70 4.65
0
1
2
3
4
5
2010 2011 2012Est.
2013Est.
Customer Satisfaction Target = 4.75
45.042.0 40.0 39.5 39.5
18.6% 19.4% 20.2% 21.0% 22.0%
53.8% 52.2% 53.0% 54.0% 55.0%
0%
20%
40%
60%
80%
100%
0
10
20
30
40
50
2010 2011 2012Est.
2013Est.
Target
Part I Crime Rate per 1,000 Population% of Part I Property Crimes Cleared % of Part I Violent Crimes Cleared
2013 Budget Page E-17 Appendix E
PO
LIC
E Traffic Safety Objective: To improve traffic safety
Process: CSPD enforces traffic laws and ordinances, conducts targeted enforcement in problem or higher risk areas, conducts DUI enforcement and saturation patrols, and deploys speed monitoring trailers in neighborhoods.
Other: None
Impact: The number of injury traffic accidents per 1,000 population is expected to go down in 2013.
POLI
CE
Public Safety Volunteer Program Objective: To sustain and enhance volunteer opportunities by proactively engaging citizens in volunteering their time with the Community Advancing Public Safety (CAPS) program
Program: CSPD and CSFD united in 2010 to create a self-sustaining public safety volunteer program, building a diverse and dedicated group of citizen volunteers who freely give their time in committed service to their community.
Other: Information provided reflects public safety volunteers under the CAPS program. A 2011 national average rate of $21.79 is used to calculate the value of the volunteer service hours for 2012 and beyond. Impact: There is increased volunteer support in units such as Records & ID and Investigations, along with new programs being created that free police officers to other duties.
PPuubblliicc WWoorrkkss
CITY
EN
GIN
EERI
NG
Project Reviews Objective: To provide timely review of engineering submittals to maintain project schedules, meet industry targets, and ensure that projects meet City standards
Service: Staff efficiency is measured by the number of business days it takes for staff review once an engineering document has been submitted.
Other: Staff’s goal is to review submittals within 15 days 90% of the time. The established target is the minimum benchmark. Impact: Timely review is critical to developers maintaining their project schedules.
702 715 700 675 600
5.58 5.96 6.05 5.93
4.5
01234567
0100200300400500600700800
2010 2011 2012Est.
2013Est.
Target
# of Drivers Involved in Alcohol/Drug-related Crashes# of Injury Accidents per 1,000 Population
48,6
68
48,2
25
50,0
00
60,0
00
60,0
00
$986 $1,030 $1,090
$1,307 $1,307
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
0
10,000
20,000
30,000
40,000
50,000
60,000
2010 2011 2012Est.
2013Est.
Target
Thou
sand
s
# of Volunteer Service HoursValue of Volunteer Service Hours
94% 92% 95% 95%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
% Reviews Completed within 15 Working DaysTarget = 90%
Appendix E Page E-18 2013 Budget
C
ITY E
NG
INEE
RIN
G
Deteriorating Bridges Objective: To maintain the City's bridge infrastructure in a safe condition for the public
Program: The Bridge Program is designed to manage approximately 450 bridge assets so that a sustainable level of overall bridge condition is maintained in our community. Other: Due to the lack of capital funding, more maintenance funds are shifted to address capital needs. The bridges that are programmed for funding by the PPRTA Capital funds are not included in this list of "needs".
Impact: In the past year, one bridge was removed from the list of deteriorating City bridges or structures that have exceeded their functional lives. Hancock over Templeton Gap Floodway bridge was replaced.
CITY
EN
GIN
EERI
NG
MS4 Permit Compliance Objective: To ensure the City is in compliance with its Municipal Separate Storm Sewer System (MS4) permit and with Environmental Protection Agency (EPA) stormwater regulations
Program: Compliance with EPA regulations of stormwater systems includes inspections, stream water quality monitoring, municipal facilities runoff control, and education. Other: Non-compliance can also result in federal fines of up to $27,500 per violation per day and state fines up to $10,000 per violation per day for federal civil penalties with possible jail terms. Impact: City inspections identify erosion control issues on private construction sites. If the site is non-compliant, a formal notification is issued; if not remedied, a Stop Work Order is enforced. This ensures environmental protection, public health. and compliance with EPA Stormwater regulations.
FLEE
T MA
NA
GEM
ENT
Preventive Maintenance Objective: To provide timely preventive maintenance services to the City of Colorado Springs, Colorado Springs Utilities, and enterprises
Service: Fleet coordinates with customers to schedule regular preventative maintenance including daily reminders and postings on the Fleet website.
Other: The completion rate is impacted by no shows as well as vehicles turned in for disposal without notification. Benefit: The completion of routine maintenance extends the life of vehicle well past the recommended replacement date. This service is critical when there is little or no funding available for vehicle replacement.
$78 $83 $90 $94
1114
19 18
0
5
10
15
20
25
$0
$20
$40
$60
$80
$100
2010 2011 2012 Est.
2013 Est.
Mill
ions
Total Unfunded Bridge NeedsDeficient BridgesTarget = 7
875
802
802
700
859
799
799
797
98.2% 99.6% 99.3% 99.7%
0%
20%
40%
60%
80%
100%
0
200
400
600
800
1,000
2010 2011 2012 Est.
2013 Est.
Violations Issues Remedied% Issues Remedied
89% 94% 97% 95%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
PM Completion Rate Target = 95%
2013 Budget Page E-19 Appendix E
FL
EET M
AN
AG
EMEN
T Fleet Units per Mechanic Objective: To enhance customer service
through improved turnaround times for work orders
Process: Review unit usage and remove low use units from Fleet, thus reducing the ratio of units to mechanic. Track duration of time unit is in the garage to increase turnaround time. Other: None
Impact: The impact on Fleet's operations is increased turnaround time on repairs. As the number of units per mechanic increases, the number of work orders completed in a timely manner decreases.
FLEE
T MA
NA
GEM
ENT
Cost per Vehicle Objective: To provide cost-effective, quality fleet services to the City of Colorado Springs, Colorado Springs Utilities, and enterprises
Service: Fleet staff provides both preventative maintenance and emergency support. Staff also tracks and analyzes vehicle costs to ensure efficiencies.
Other: None
Impact: As the average age of the City's fleet increases, the need for maintenance and repair work also increases, driving up the cost per vehicle.
STRE
ETS
Pothole Repair Objective: To maximize productivity and effectiveness of the Streets Division pothole filling operations
Program: The pothole program was altered in 2011to provide faster turnaround times for pothole repair. Previously, all potholes were dug out and patched. The new process includes filling all potholes immediately and then assessing the ones that require dig-out and more extensive repairs.
Other: None.
Impact: Because of the deferred maintenance on our City's streets, the number of potholes filled per year is anticipated to increase.
103.
8
105.
7
105.
8
105.
8
55
75% 75%85%
75% 75%
0%
20%
40%
60%
80%
100%
0
20
40
60
80
100
120
2010 2011 2012Est.
2013Est.
Target
# of Fleet Units per MechanicWork Orders Completed in 3 Days or Less
4,49
5
4,54
3
4,54
8
4,54
8
$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000
0
1,000
2,000
3,000
4,000
5,000
2010 2011 2012Est.
2013Est.
# of Units Cost per Unit
25,2
49
21,2
50
23,0
00
25,0
00
25,0
00
21
10 10 10
14
0
5
10
15
20
25
0
5,000
10,000
15,000
20,000
25,000
2010 2011 2012 Est.
2013 Est.
Target
# of Potholes FilledPothole Turnaround Time (days)
Appendix E Page E-20 2013 Budget
ST
REET
S Percent of Roads Resurfaced Objective: To maintain the City's roadway
infrastructure to provide safe and efficient travel to the citizens
Program: The combined Streets and PPRTA resurfacing programs provide for both concrete repair/replacement and asphalt resurfacing each year. Best practices indicate a 10% target for annual repaving of the City's roadways.
Other: Pavement Quality Index (PQI) is a rating of road conditions on a scale of 1 to 10, with 1 being the worst. Impact: The impact of not maintaining the 10% target for resurfacing is that the condition of the roadway system continues to decline as measured by the average PQI.
TRA
FFIC
EN
GIN
EERI
NG
Traffic Signal Systems Objective: To maintain public safety by ensuring the Traffic Signal System complies with federal mandates, traffic signal control systems are upgraded/replaced, and operating systems are properly maintained
Program: Staff inspects signals for wear/tear and tracks the life of our current span wire signals. Damaged and obsolete systems are repaired, upgraded, or replaced. Other: Currently, approximately 4 signals per year are replaced and 56% of the maintenance required is completed. Impact: The number of Traffic Signals in poor condition increases each year. The age of the traffic signal infrastructure has reached the point that a signal replacement plan must be instituted to avoid widespread signal equipment/hard-ware failures. At an average cost is $200,000 per signal, the financial implications are significant.
TRA
FFIC
EN
GIN
EERI
NG
Traffic Sign Condition Objective: To maintain public safety by ensuring roadway traffic signs comply with federal mandates, are visible, and in good condition
Program: Staff inspects sign conditions and repair/replace worn/damaged signs. Staff is able to increase sign maintenance due to additional funding of $200,000 per year for five years (2010-2015). Other: Inspections in 2010 identified 11,892 signs that need to be replaced to meet the federally mandated MUTCD retro-reflectivity and legend font size requirements. In 2011, 2,367 signs were replaced. In 2012, new signs were added which increased the total number of signs in the City that need to be maintained. Impact: Sign replacements have increased by approximately 2,375 per year. By 2015, it is estimated the City will be in 100% compliance.
2.1%3.1% 2.4% 1.8%
10.0%
6.68 6.53 6.42 6.30 7.00
0.00
2.00
4.00
6.00
8.00
10.00
12.00
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
2010 2011 2012 Est.
2013 Est.
Target
% of Roadways ResurfacedPavement Quality Index (PQI)
95% 93% 89% 88%5% 7% 11% 12%
$6
$8
$12 $13
$0
$2
$4
$6
$8
$10
$12
$14
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
Mill
ions
% Good % Poor Replacement Cost
84% 87% 90% 94%
16% 13% 10% 6%
0%
25%
50%
75%
100%
2010 2011 2012Est.
2013Est.
%Good Condition % Poor Condition Target = 100% by 2015
2013 Budget Page E-21 Appendix E
TR
AFF
IC E
NG
INEE
RIN
G
Clearance Rate on Calls for Service Objective: To utilize traffic camera technology to assist the Police Department (CSPD) to reduce the number of traffic-related calls for service that require police response
Process: Staff monitors traffic cameras and notifies CSPD when police response is no longer necessary. The clearance can occur whenever debris, stalled vehicles, pedestrians, and animals are no longer a hazard. This frees up officers for response to other calls for service.
Other: The installation of additional cameras in 2011 and 2012 should increase monitoring capabilities. Impact: Each call the CSPD does not have to respond to can save approximately 20 minutes of an officer’s time.
TRA
FFIC
EN
GIN
EERI
NG
Bicycle Lane Mileage Objective: To increase on-street bicycle lane (centerline) mileage by at least 10% annually
Program: Each year new bicycle lane installations are planned and implemented, often in conjunction with other transportation projects including street resurfacing projects.
Other: The City’s Comprehensive Plan, Intermodal Transportation Plan, and Bicycle Transportation Plan share a common objective to increase the centerline bicycle lane mileage by at least 10% annually.
Benefit: Increased bike lanes promote safe bicycle travel and improve transportation options available to the residents and visitors to the City of Colorado Springs.
TRA
NSI
T
Vehicle Service Hours (VSH) Objective: To provide transit services that meet the needs of the community
Service: Transit will provide local fixed route, ADA paratransit, special paratransit, and vanpool services in 2013. Other: The targets for fixed-route and ADA paratransit services were established by the Future of Regional Transit (FoRT) study to meet the community’s basic level of transit needs. The fixed-route vehicle service hours is expected to decrease in 2013 due to the cancellation of the FrontRange Express bus service. Benefit: As a benefit to the community, Transit expects to provide approximately 250,000 service hours in 2013. Residents can rely on the continued safe and reliable services at the current limited levels in 2013.
65.753.7
86.7 86.7 87
9%5% 7% 7% 7%
0%
10%
20%
30%
40%
50%
2010 2011 2012Est.
2013Est.
Target0
20
40
60
80
100
CSPD Time Savings (hrs.) % of Calls Cleared
84 90102 112
10%7%
15%10%
0%
10%
20%
30%
40%
50%
0
20
40
60
80
100
120
2010 2011 2012 Est.
2013Est.
Total Bike Lane Mileage % Increase from Prior YearTarget = 10%
118
124
118
110
220
118
122
117
127
141
14
17
19
23
25
0
50
100
150
200
250
2010 2011 2012 Est.
2013 Est.
Target
Thou
sand
s
VSH-Fixed Route VSH-Demand Response VSH-Vanpool
Appendix E Page E-22 2013 Budget
TR
AN
SIT
Area Served Objective: To provide businesses of the connectivity to the community and employee accessibility to jobs
Service: Transit will provide local fixed route, ADA paratransit, special paratransit, and vanpool services in 2013. Other: Other: The target was established by the Future of Regional Transit (FoRT) study to meet the basic level of transit needs for the community. Impact: Lack of services to the majority of the urbanized area restricts access to jobs and adversely impacts economic vitality. It is anticipated that this percentage will continue to decline as the community grows and resources remain stagnant.
TRA
NSI
T
Passenger Miles Traveled (PMT) and Ridership Objective: To provide personal mobility to the citizens of the community
Service: Transit will provide local fixed route, ADA paratransit, special paratransit, and vanpool services in 2013.
Other: The targets for fixed-route and ADA paratransit services were established by the Future of Regional Transit (FoRT) study to meet the community’s basic level of transit needs.
Benefit: Transit expects to provide approximately 22 million passenger miles and 2.6 million passenger trips in 2013, linking residents in the service area to medical services, schools, and other daily life activities.
39% 39% 36% 36%
0%
20%
40%
60%
80%
100%
2010 2011 2012Est.
2013Est.
% Population Served within Urbanized AreaTarget = 54%
15,4
13
17,3
81
16,5
53
15,0
24
24,0
73
1,61
8
1,81
6
1,74
0
1,85
2
1,71
0
2,91
0
4,36
6
4,80
1
5,70
2
4,25
0
2,538 2,667 2,620 2,378
3,599
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0
5,000
10,000
15,000
20,000
25,000
30,000
2010 2011 2012 Est.
2013 Est.
Target
Thou
sand
s
Thou
sand
s
PMT-Fixed Route PMT-Demand ResponsePMT-Vanpool Ridership-Fixed Route
